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“Big data” has changed the way businesses operate in finance, insurance, communications, manufacturing, and logistics, with companies reporting successful outcomes from the implementation of data-driven analytics. Health care has slowly started leveraging big data analysis to identify more cost-efficient and effective care for patients. Business intelligence software aims to help with this transition, converting large data sets into useful, actionable information. Radiology practices have used business intelligence toolkits in the past to increase reading room productivity, scanner efficiency, and patient throughput. Although these tactics have driven down costs and increased volumes, an essential aspect of radiology practice growth—consumer satisfaction—remains largely unexplored. The first commandment of marketing is “know thy customer,” which is the key to increasing radiology’s value to referring clinicians who use our services. Our article explores the business case behind a basic business intelligence model, giving any radiologist the instruments to access and draw business conclusions from their radiology information system data.

To understand why patients "no-show" for imaging appointments, and to provide new insights for improving resource utilization.We conducted a retrospective analysis of nearly 2.9 million outpatient examinations in our radiology information system from 2000 to 2015 at our multihospital academic institution. No-show visits were identified by the "reason code" entry "NOSHOW" in our radiology information system. We restricted data to radiography, CT, mammography, MRI, ultrasound, and nuclear medicine examinations that included all studied variables. These variables included modality, patient age, appointment time, day of week, and scheduling lead time. Multivariate logistic regression was used to identify factors associated with no-show visits.Out of 2,893,626 patient visits that met our inclusion criteria, there were 94,096 no-shows during the 16-year period. Rates of no-show visits varied from 3.36% in 2000 to 2.26% in 2015. The effect size for no-shows was strongest for modality and scheduling lead time. Mammography had the highest modality no-show visit rate of 6.99% (odds ratio [OR] 5.38, P.001) compared with the lowest modality rate of 1.25% in radiography. Scheduling lead time greater than 6 months was associated with more no-show visits than scheduling within 1 week (OR 3.18, P.001). Patients 60 years and older were less likely to miss imaging appointments than patients under 40 (OR 0.70, P.001). Mondays and Saturdays had significantly higher rates of no-show than Sundays (OR 1.52 and 1.51, P .001).Modality type and scheduling lead time were the most predictive factors of no-show. This may be used to guide new interventions such as targeted reminders and flexible scheduling.

Within a radiology team, members individually lean toward being givers or takers. Radiology leadership must recognize this characteristic and leverage the strengths of givers and takers to best assist the team and to provide effective motivation. Understanding the importance of balancing these qualities within a team improves productivity and morale and reduces burnout.

THE ROOTS OF DISNEY AND ITS RELEVANCE TO BUSINESS When the Disneyland resort opened in the summer of 1955, it consisted of a single theme park built on a 160acre orange grove in Anaheim, California. Today, it comprises 2 theme parks, 3 hotels, an entertainment district, and an expansive shopping area, all in California alone. More than 600 million people have visited the park, many as return guests, making the Disney theme parks the number one tourist attraction in America [1]. The Disneyland model is highly regarded for its organizational effectiveness and is taught in several business school curricula. Additionally, the Disney Institute has been established to provide business leaders with insights regarding the Disney approach to human resource management, brand development, and customer service; roughly a third of its attendees work in the health care industry [2]. At first glance, Disney may seem an unusual role model for health care leaders. However, a closer inspection shows several similarities between the challenges of operating a theme park and those faced by hospital administrators. Disney executives are charged with sustaining the massive Disney enterprise while battling long lines and ensuring a pleasant experience for their

It is an opportune time for radiologists to focus on personal productivity. The ever increasing reliance on computers and the Internet has significantly changed the way we work. Myriad software applications are available to help us improve our personal efficiency. In this article, the authors discuss some tools that help improve collaboration and personal productivity, maximize e-learning, and protect valuable digital data.